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Servant Leadership Assessment in an Iranian Organizational Context
Alireza Hejazi
Open Access Library PrePrints (OALib PrePrints) , 2014, DOI: 10.4236/oalib.preprints.1200054
Abstract: The purpose of the Servant Leadership Assessment Instrument (SLAI) is to assess seven key dimensions of servant leadership (love, humility, altruism, vision, trust, service, and empowerment) at organizational level. This report is a reflection of applying SLAI to understand how the employees of an Iranian economic research center in Tehran regard their leader and which values matter for them. There was no right or wrong answer to suggested statements and the participants like every other organization’s employees produced a set of responses according to their preferences. Out of 31 employees who were asked to rate their leader’s style in 42 provided statements, 20 respondents completed their rating usefully. This report reflects their views and so the survey’s findings through descriptive statistics produced by SPSS version 18.0.
The Relationships among Servant Leadership, Organizational Citizenship Behavior, Person-Organization Fit and Organizational Identification in Fars Quality Cooperation  [cached]
Hassan Rahgozar,Ali Mohammadi,Fazlallah Afshangian,Salva Shamsedini Lorry
Research Journal of Applied Sciences, Engineering and Technology , 2013,
Abstract: This study proposes that there is a relationship between servant leadership and Organizational Citizenship Behavior (OCB) and that person-organization fit and organizational identification moderate that relationship. Eighty participants completed a cross-sectional self-report survey. Hierarchical regression analysis revealed that servant leadership behavior partially predicts organizational citizenship behaviors and that person-organization fit and organizational identification partially moderate the relationship between servant leadership and organizational citizenship behavior. One implication is that leaders who want to encourage citizenship behaviors among employees would do well to model those same behaviors toward others.
Promoting Leadership Effectiveness in Organizations: A Case Study on the Involved Factors of Servant Leadership
Hamideh Shekari,Mahmood Zare Nikooparvar
International Journal of Business Administration , 2012, DOI: 10.5430/ijba.v3n1p54
Abstract: The world is crying out for ethical and effective leadership that serves others, invests in their development and fulfills a shared vision. Among the many leadership styles (i.e., authoritarian, benevolent dictatorship, participatory, etc.) the one that best represents the ideals embodied in the human factor is servant-leadership. Servant-leadership incorporates the ideals of empowerment, total quality, team building, and participatory management, and the service ethic into a leadership philosophy. This model of leadership emphasizes increased service to others; a holistic approach to work; promoting a sense of community; and the sharing of power in decision making. Servant-leaders must be value- and character-driven people who are performance and process oriented. The aim of this paper is determining the drivers of servant leadership in order to put servanthood behaviors activities into practice among leaders. So at first we developed literature on servant leadership. Then Thirty-three measurement items were developed on the basis of opinions from leaders and the literature. Then Data collection occurred via a questionnaire. To validate the measurement scales for servant leadership, we performed a factor analysis. The results show that a six-factor measurement model (including emotional dimension, commitment to community, egalitarianism, altruism, managerial skills and human skills) fits the data acceptably. All of the measurement items significantly loaded on the constructs on which they were hypothesized to load. These results gave us confidence that the measures are indeed valid and reliable.
Servant Leadership as A Leadership Model
Osmond C. Ingram, Jr.
Journal of Management Science and Business Intelligence , 2016, DOI: 10.5281/zenodo.376750
Abstract: Research and popular writing on the subject of leadership continues at a rapid pace. The leadership section at local bookstores and libraries gives evidence to the growing number of volumes written from numerous perspectives and from a wide range of experience. There appears to be no quarrel with the idea that leadership is in short supply, yet it is vitally important to every type of organization. Within this mass of literature are those who explore various theories, approaches, and styles, as well as those who offer their own brand of leadership principles that are sure to solve the leadership problems of most any organization. Though no longer an unknown model, servant leadership is seeing increased research through scholarly articles, dissertations, and books on this relatively new approach to leadership. Servant leadership is not based on a complicated set of guidelines; however, some basic tenets have been researched, studied and compiled by a host of scholars and popular speakers. It is interesting that, in spite of the extent of available literature, many people are unable to clearly define servant leadership. This presentation will contribute to defining servant leadership, explain its genesis and concepts, and offer the model as an option for effective leadership in organizations.
Measuring Servant Leadership: Tests of Discriminant and Convergent Validity of the Servant Leadership Survey
Christy L. Smith, Felicia Nichols, Mark T. Green, Yu Sun
Journal of Management Science and Business Intelligence , 2016, DOI: 10.5281/zenodo.376754
Abstract: The purpose of this study was to analyze the internal reliability, convergent and discriminant validity of the Servant Leadership Survey (SLS). Exploratory factor analysis of the SLS found that 5 of the 9 servant leadership scales were supported. Additional exploratory factor and correlational analyses were performed using the Servant Leadership Survey, Multifactor Leadership Questionnaire (MLQ) and the Leader Behavior Description Questionnaire (LBDQ). The participants in this study consisted of 128 graduate students enrolled in a leadership program in San Antonio, Houston, and Harlingen, Texas who completed the MLQ, LBDQ and the SLS. All participants were employed full time in a variety of organizations including for profit, non-profit and government organizations. Overall findings indicate that although all three instruments likely share an overarching leadership factor, the courage, forgiveness, humility and authenticity scales from the SLS are likely measuring a different aspect of leadership than those of the MLQ and LBDQ.
Determinants of Transformational and Transactional Leadership Styles on Organizational Commitment among Top Management of Organizations in Malaysia
Jamilah Othman,Jeffrey Lawrence D`Silva,Kabeer Abdullahi Mohammed
International Business Management , 2012, DOI: 10.3923/ibm.2012.446.450
Abstract: The purpose of the study was to investigate the determinants of leadership styles and organizational commitment among top management across a range of organizations in Malaysia by utilizing Multifactor Leadership Questionnaire (MLQ) to measure transformational and transactional leadership styles. The research also utilized organizational commitment instrument developed by the researchers to measure organizational commitment. Simple random sampling technique was used to draw up the respondents consisting of 379 administrative employees and their supervisors in selected organizations in Malaysia. The result of correlation analysis revealed that the independent variables were statistically significant at 0.01 level of significance with organizational commitment. Besides, the result of multiple linear regression indicated that individualized consideration, management-by-exception and inspirational motivation were the significant predictors. Organizations need transformational and transactional leaders to be able to achieve their mission and vision. Therefore, organizations that have the capacity to change their top management approach to leadership styles will gain substantial support from their employees thereby increasing organizational commitment and performance among them.
A relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations  [PDF]
Afsaneh Derakhshandeh,Reza Gholami
Management Science Letters , 2012,
Abstract: Management is the basis of all necessary changes required for any organization. In order to reach organizational objectives, it is necessary to use human resources as effectively as possible. All management team members need to know about their own thinking as well as their ideas on reaching common objectives with better outcomes. In this paper, we present an empirical investigation to study the relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations. The proposed study distributes a questionnaire consists of 37 questions among some management team of Agricultural ministry in one of the provinces of Iran. The main hypothesis of this survey examines the positive relationship between leadership style and perceived organizational effectiveness. The other hypothesis is associated with the supportive leadership style and perceived organization effectiveness and the third question is associated with democratic leadership style and perceived organization effectiveness. The results of Spearman-Pearson test confirm all three results, which indicate there is a meaningful and positive relationship between leadership style and perceived organizational effectiveness.
PENGUKURAN SERVANT LEADERSHIP SEBAGAI ALTERNATIF KEPEMIMPINAN DI INSTITUSI PENDIDIKAN TINGGI PADA MASA PERUBAHAN ORGANISASI
Seger Handoyo
Makara Seri Sosial Humaniora , 2010,
Abstract: Leadership is a critical factor for organizational effectiveness and also has great influence to almost all human life. Higher education has a distinctive characteristics, so it needs a particular leadership. Recently, higher education in Indonesia is actively making organizational change, so higher education’s leaders continually make efforts to accomplish successful and significant change. The purposes of research are to examine how important is virtues of servant leadership and to examine multidimensionality of servant leadership. Result shows that servant leadership is an alternative of leadership to accomplish successful organizational change in higher education. Result also finds that servant leadership is a unidimensional construct.
THE LEADERSHIP WITHIN PUBLIC ORGANIZATIONS
BENTE CRISTIAN
Revista de Administratie Publica si Politici Sociale , 2010,
Abstract: The main purpose of this article is to demonstrate the important role played by leadership in the managementof public organizations. Organizational culture can help to the clarification of many phenomena that appearin the organizations, can operate as brake or incentive for organizational effectiveness and the leadership playthe main role in the creation and the development of organizational culture.
Servant Leadership: A Critical Analysis of the Theory and Its Characteristics
Sr. Eucharia Gomba
Journal of Society and Communication , 2012,
Abstract: Servant leadership is a unique style of leadership ideology which flows against the grain of self-interest and human behavior. Leadership, based on serving others and putting their needs before one’s own goes back to a paradoxical leadership style found in the life and teaching of Jesus. Becoming a servant leader begins with a conscious choice to serve others and let them grow. Service is the pathway to real significance. Excellent service comes from the heart of those who long to improve the human condition. Servant Leadership is gaining attention as a radical way to successfully lead organizations while empowering individuals through service. The purpose of this paper is to look at the available literature as it relates to Servant Leadership Theory and critically analyze some characteristics of servant leaders.
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